Edward Merry Email & Phone Number

Philadelphia, Pennsylvania, United States

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Philadelphia, Pa.

Recruited to lead this 80-year old, $50million, Private Equity owned, (food service) dispenser beverage company• Instrumental in earning timely $1.5 million and $2.5 million food service supply agreements• Aligned company with key industry Group Purchasing Organizations and Associations• Developed critical KPI’s for all operating departments and divisions• Orchestrated four strategic acquisitions in two years• Created professionalized Board and Investor communication packages• Reorganized, upgraded and integrated the company’s organizational chart• Instilled a new sense of urgency, pride and raised expectations at the company• Improved EBITDA by 30% within two years

Mclean, Virginia

Recruited to company to lead newly formed Foodservice division and National Account efforts• Instrumental in R&D of four initial lines: liquid coffee, creamers, lattes and hot chocolate• Facilitated the recruitment of a Director of Food Service and Retail Sales and Director of Finance• Key catalyst in developing a company mission statement and core principles • Negotiated and signed marketing agreements with two national distributors • Lead development of foodservice product Branding, Labeling and Packaging • Coordinated the successful participation in four key industry trade shows• Lead deployment of a national foodservice broker network• Consistent and highly productive catalyst in executive leadership meetings

Omaha, Nebraska

Recruited into newly created position to lead National Account and Foodservice Sales Efforts• Recruited a Director of Food Service Sales• Catalyst in earning a $10million/multi-year private-label foodservice contract• Recruited two Regional Sales Managers for foodservice• Interviewed and established foodservice Broker Network• Established growing relationship with the two largest Club Store chains• Created Sales and Marketing plan to develop $32million in new business within first year

Hatboro (Philadelphia) Pa

Recruited to fast growing specialty distributor to bring depth and breadth of industry experience to bear on all P&L and Operational measures of the company.•Recruited new department heads for sales, operations and purchasing •Evaluated four (4) IT system companies for upgraded ERP/Operational roll out•Revenue increased by strong double-digits •Instrumental in earning new multi-million contract •Analyzed facility capacity constraints re: expansion or relocation•Negotiated favorable outside storage agreement enabling material growth out of current location

Recruited to turnaround underperforming meat processing and specialty food distribution company.• Revenue is up 49% over the previous year.• Reduced receivable DSO from 31 to 23 days. • Increased commercial-street margins by 1.87%.• Reduced operating expenses by 40% and payroll expenses by 59%.• Decreased inventory12-days to facilitate better turns and higher service levels. • Established critical operational KPI’s for measurement and leverage.• Re-worked internal product costing models to reflect actual overhead.• Improved average monthly gross profit dollars by 87%.• Improved net operating results by 60%.• Average order size improved by 73%.• Recruited three key revenue producers from the regional competition.

Created a company to use his 35-years of dynamic and proven foodservice experience to guide independent distributors and large end-user customers toward improved revenues, reduced expenses and a stronger bottom-line. A commodity trading component was also added to the services of the company. Created a comprehensive purchasing program for a $70 million Group Purchasing Organization.Generated $696,000 in savings for an $18 million Restaurant Buying Association.Negotiated a 3yr/$12million purchasing program for a 43-location dining company; $480,000 saved.Consulted with SJ Partners on two acquisition due diligence projects Consulted with Performance Food Service focusing on NE corridor acquisition evaluations

Greater Philadelphia Area

Reported to and was a member of the Venture Capital Board of Directors. D'Ambrosio Bakery was acquired, in 2005, by a venture capital firm and Mr. Merry was invited to participate in the management of the company, and later became an equity investor. Retained with a mandate to professionalize, grow and financially leverage this 70-year old, family-owned commercial bakery. Responsible for all top and bottom-line operations of the enterprise including manufacturing, procurement, new business development, finance, administration, human resources and the like. Responsibilities embraced full financial oversight for this 24/7 manufacturer with 60 independent distributors servicing hundreds of large and small foodservice and retail operations throughout the region. A sample of accomplishments includes:Increased revenue from $6.1 million in 2005 to $22.0 million in 2008 via organic and acquisition growth.Generated over $800k of incremental revenue at a 26% margin level, by introducing a cross-dock service enhancement program, which offered a full line of bakery products to the 60-independent distributors.Personally identified and negotiated a distribution acquisition in 2007, which added $1.8 million in incremental revenue (at a purchase price that was be amortized within 2-years). This new distribution channel provided the company with its own vehicles and allowed for the development of house accounts for the first time.Negotiated and closed a production acquisition which added $1.2 million of gross business. This acquisition, after the sale of equipment, was fully amortized within the first 12-months.Added an incremental $1.2 million of organic annual growth by rebuilding and revitalizing the sales force, repositioning the company's products, entering the retail marketplace, establishing a new website and collateral materials, and by implementing an aggressive product training program for all distributors.

Recruited to reverse the region’s systemic operating losses. Reported to the Sr. VP of Operations (NE). Full P&L responsibility for managing all aspects of this $305 million organization. Managed a staff of six direct reports including Vice Presidents of Finance, Sales, Technology, Operations, and Marketing & Merchandising with a total employee complement of 523, including four bargaining units of 260 individuals. Prepare and present stretching annual business plans and continuously reviewed all aspects of the business within the region with particular emphasis on annual sales growth and leveraging of margin and expenses. Directed sales activities of 156 sales personnel which included sourcing, training, developing and leading this group, as well as all administrative, customer service, operations, warehousing, and distribution personnel. Interface regularly with Sysco senior management at corporate as well as peer CEOs throughout the country.

Recruited into this turnaround opportunity with full P&L responsibility for managing all sales, service and deliverables for this $80 million district. Reported to the Regional Vice President. Managed a staff of 168, with a mission to build sales and new business, managed client relationships, improved measured quality on deliverables, and increased expense efficiencies in all operational areas.Sales increased 32%, or $15 million, in 1993 versus 1992; warehouse and distribution expenses were reduced 23% and profitability improved by $1.2 million.Initiated major reengineering initiatives which reduced operating expenses by nearly $2 million in 12 months without adversely affecting quality or service levels.

Reported to the President with responsibility for all new commercial business development. Managed a sales staff of 76 that successfully produced $210 million of sales per year.Sales increased from $123 million to $210 million in four years.Gross profit increased 15% to 20% in each of four consecutive years.